Empowering Employees Through Social Businesspublic.dhe.ibm.com/software/au/downloads/pdfs/IBM_Breakfast_Seri… · Amplifying innovation with partnerships 7 2004 Your turn 2006 Expanding

Empowering Employees Through Social BusinessJames Gorry @j_gorryA/NZ BUE for IBM Collaboration Solutions

Brent Lello @BrentLelloAP BUE Exceptional Web Experience & Social Business Software

Stuart Duguid @studugSenior Client Technical Professional, IBM Collaboration Solutions

#ibmsocialbiz

Agenda

●Insight into IBM's 2012 CEO Study

●The Changing Nature of our Workforce

●An introduction to Social Business

●Customer Success Stories

●Demo – Bringing the Exceptional Experience for Employees to Life

●ROUNDTABLE DISCUSSION

IBM Collaboration Solutions●latest case studies●analyst recommendations●thought leadership from IBM●webcasts, event invitations●self assessments●hands-on demos

“...most dogs would have

moved out of the way...”

The Power of “Social”....

“Toot”

“Toot”

The Power of “Social”....

Agenda





●Demonstration – Bringing the Exceptional Employee Experience to Life


Revenue growth is the #1 priority

Responsiveness is key competence

Improving internal capabilities as first step to growth

Revenue growth is the #1 priority

Responsiveness is key competence

Improving internal capabilities as first step to growth

Business model innovation matters

External collaboration

Innovation must be orchestrated from the top

Business model innovation matters

External collaboration

Innovation must be orchestrated from the top

Hungry for change Customers as

opportunity to differentiate

Business model innovation, global business designs

Hungry for change Customers as

opportunity to differentiate

Business model innovation, global business designs

Embody creative leadership

Reinvent customer relationships

Build operating dexterity

Embody creative leadership

Reinvent customer relationships

Build operating dexterity

Empowering employees through values

Engaging customers as individuals

Amplifying innovation with partnerships

Empowering employees through values

Engaging customers as individuals

Amplifying innovation with partnerships

7

2004Your turn

2006Expanding the

Innovation Horizon

2008The Enterpriseof the Future

2010Capitalizing on

Complexity

2012Leading through

Connections

The Global CEO Study 2012 is the fifth biennial CEO study, building on our insights and findings over the last 8 years

765 interviews765 interviews 1130 interviews1130 interviews 1541 interviews1541 interviews456 interviews456 interviews 1709 interviews1709 interviews

© 2012 IBM Corporation

IBM Institute for Business Value

8

Organizational openness introduces new opportunities to create value

through collaboration

Organizational openness introduces new opportunities to create value

through collaboration

How will CEOs create more economic value by empowering employees through values?

To re-balance control with openness, CEOs are focused on values,

collaboration and mission

To re-balance control with openness, CEOs are focused on values,

collaboration and mission

Outperformers embrace greater openness, and excel at executing

tough change

Outperformers embrace greater openness, and excel at executing

tough change



9

Changing the organization

Partnering/collaborating with other organizationsInternal collaboration

Decision-making processes

C-suite composition, skills and responsibilities

Management and/or organization structure

Governance models

Values of your organization

Supervisory board composition

53%53%

52%52%

43%43%

41%41%

40%40%

31%31%

18%18%

CEOs plan dramatic improvements in internal and external collaboration, requiring organizational openness

15%15%

Source: Q19 “To what extent will you sustain or make changes to the following aspects of your organization over the next 3 to 5 years?”



10

Source: Q18 “What are the most important organizational attributes to engage employees?”

Organizational attributes to engage employeesEthics and values

Collaborative environment

Purpose and mission

Ability to innovate

Industry leadership

Stability of the organization

Work-life balance

Personal autonomy

Financial rewards

Work flexibility

Cultural diversity

Customizable compensation

Comprehensive mentoring

65%65%

To re-balance control with openness, CEOs are focused on values, collaboration and mission

63%63%

58%58%

51%51%

40%40%

37%37%

35%35%

31%31%

31%31%

24%24%

21%21%

18%18%

18%18%



11

Source: Q17 “What are key personal characteristics that help employees to be more successful in a connected economy?”

Personal characteristics for employee success

CreativeFlexible

CollaborativeCommunicative

Opportunity seeking

Analytical / quantitative

Technology-savvy

Globally-oriented

Assertive

Disruptive

75%75%

67%67%

61%61%

61%61%

54%54%

50%50%

41%41%

41%41%

25%25%

16%16%

In this new environment, key success factors for employees include: collaboration, communication, creativity and flexibility



12

So, how do you empower employees through openness?

Confront cultural reality Build values employees will live out Recalibrate controls

Confront cultural reality Build values employees will live out Recalibrate controls

Create unconventional teams Concentrate on experiential learning Empower high-value employee networks

Create unconventional teams Concentrate on experiential learning Empower high-value employee networks

Pursue social collaboration technologies Devise incentives that foster collaboration Re-imagine employee “suggestion box”

Pursue social collaboration technologies Devise incentives that foster collaboration Re-imagine employee “suggestion box”

1. Replace rulebooks with shared beliefs

1. Replace rulebooks with shared beliefs

2. Build future-proof employees

2. Build future-proof employees

3. Provide the means to collaborate at scale

3. Provide the means to collaborate at scale



To continue the conversation...

For more information about this study and to get the full version of this report, see www.ibm.com/ceostudy2012

Access interactive content and listen to CEOs in their own words by downloading the IBM IBV app for Android or iPad

30

Agenda







Where do good ideas come from?

Do we create opportunities for serendipity?

17

Source: Lancaster, L.C. and Stillman, D. When Generations Collide: Who They Are. Why They Clash. How to Solve the Generational Puzzle at Work. Wheaton, IL. Harper Business, 2003.

Traditionalist Boomer Gen X Gen Y

Training

Learning style

Communication style

Problem-solving

Decision-making

Leadership style

Feedback

Technology use

Job changing

Classroom

The hard way

Top down

Hierarchical

Unwise

Team informed

Get out of the way

Unsure

Once per year

Sets me back

Seeks approval

Command & control

No news is good news

Uncomfortable

Too much and I’ll leave

Hub & spoke

Horizontal

Coach

Weekly/daily

Unable to work without it

NecessaryPart of my daily

routine

Unfathomable if not provided

On demand

Partner

Team decided

Collaborative

Collaborative

Collaborative & networked

Continuous & expected

Facilitated

Guarded

Team included

Independent

Independent

Required to keep me

The Nature of Employees is Evolving

18

The work world is changing…

Exploration & Production

ExplorationsWilliams

DrillingTaylor

ProductionStock

Senior Vice President

Jones

G & GCohen

PetrophysicalCross

ProductionO’Brien

ReservoirShapiro

PaineSmith Andrews Moore

Hughes Miller

Ramirez

Bell

Cole

Hussain

Kelly

Sen

Paine

Smith

Moore

Hughes

Miller

Ramirez

Bell

Cole

Hussain

Kelly

Sen

Cohen

Jones

Cross

Taylor

Williams

Shapiro

O’Brien

Stock

Andrews

From Hierarchies and Teams … to Networked Communities

Paine

Hughes

Miller

Bell

Cole

Hussain

Cohen

Taylor

Williams

Shapiro

Andrews

Extended Community who leverage Cole’s

knowledge to do their jobs

The Challenges:● How to extend that community?● How to help the community to

operate more effectively?● How to better leverage Cole’s

knowledge & skills?● How to capture Cole’s

knowledgefor the future?

The Challenges:● How to extend that community?● How to help the community to

operate more effectively?● How to better leverage Cole’s

knowledge & skills?● How to capture Cole’s

knowledgefor the future?

Social Network Analysis

09/21/12

Workforce Changing - Attracting & Retaining Workers

“By 2014, 50 percent of all employed people will be Millennials”Source: Millennials: 50% of Workforce by 2014 February 2011

“New hires fire up the web browser and make instant assessments of the intranet... because they know what good already looks like. They have seen thousands of websites, make persistent use of social networks... the digital workplace has to perform and compete for attention and engagement” Source: The Top Ten Intranet and Digital Workplace Predictions for 2011 December 2010

http://www.carrierevolution.com/articles/164687/millennials-50-of-workforce-by-2014/



http://www.intranetlife.com/intranet_benchmarking_for/2010/12/the-top-ten-intranet-and-digital-workplace-predictions-for-2011-.html


09/21/12

Managing Diverse Workforce & TechnologiesBlurring Work/Life Lines Present Management Challenges

*Source: http://fcw.com/articles/2011/05/09/comment-ted-schadler-internet-personal-use-policy.aspx May 2, 2011

...today’s employees live online, using the Internet to manage their personal lives while at the office. ...however the majority of employees give that time back by using mobile devices and collaboration tools to remain productive any time and from any location.

“As intranet environments have grown and their impact on the daily life of the organisation increased, so those at more senior levels have struggled to work out where to place the resource managing these services. ” Source: The Top Ten Intranet and Digital Workplace Predictions for 2011 December 2010

This means that employees are creating their own work/life balance by staying connected wherever they are.*

http://fcw.com/articles/2011/05/09/comment-ted-schadler-internet-personal-use-policy.aspx





Agenda







A 5th wave of IT-powered business is emerging: social business

MainframeDepartmental

PCsInternet

What’s your Social Business Strategy?

Customers

Partners

Employees

SocialBusiness

23

First-of-its kind centre of excellence for collaborative and social software

Works with business and government, university students and faculty, creating the industry's premier incubator for the research, development and testing of social software that is "fit for business".

IBM Research Centre for Social Software

Social Networking...........

The methodology of connecting people and information

Focuses on building and reflecting social relations among people who share ideas, activities, events, and interests within their individual networks.

09/21/12 25

Individual

Time

Web 1.0

Connected

Web 2.0

Leve

l of I

nter

actio

nThe Transition to “Enterprise 2.0”

https://www.xing.com/

New Channels

Healthier Eco-system

StrongerRelationships

Workforce Optimization & Ideation

Listen, Learn, Measure, Take Action

Social Business

B2BB2B

B2EB2E

B2CB2C(your domain)(your domain)

ConsumerConsumer DomainDomain

SocialSocialAnalyticsAnalytics

IBM ConnectionsEnterprise Social Business Tools

Agenda







Realized benefit - median improvement %

(*) “The rise of the networked enterprise. Web 2.0 finds its payday” – McKinsey Global Survey Results, 2010

30

Social Business in ActionSocial Business in Action

Client ROI References*

The value of Social Business for HR and Workforce Transformation is real

Increase speed of access to internal knowledge(realized by 77% of respondents)

Reduce internal communications expense(realized by 60%)

Increase speed of access to internal experts(realized by 52% of respondents)

• Faster on-boarding & M&A = 10% lower cost

• Reduced new employee training costs 15%

• Compressed employee communications time = $2M

• Virtual teamwork reduces travel frees $8M

Key Opportunities for ROI

IBM’s industry leadership…

of the top 10 banks and retailers

of the largest telcos governments covering all G8 nations

…provides unparalleled experience on how to achieve success Expertise across all Industries & GeographiesExpertise across all Industries & Geographies

#1 Ranking by IDC for 3

consecutive years

60% of Fortune 100 use

IBM Social Business

36,000+ IBM Social Business

general business customers globally

For CEMEX, becoming a social business meansdeveloping a culture of knowledge and insight-sharing

Goal: to shift culture towards more open collaboration across a global organization

Campaign: Project Shift - an internal social network

“It can make a big company look like a small company"

– Gilberto Garcia, Director of Innovation

Project ShiftDriving a measurable social transformation...

• Rapid organic adoption = 17000 employees connected in the first year, 400 new communities, innovation initiatives increased from 5 to 9

• Bring new products to market faster = 600 participants across several countries develop CEMEX' first globally-branded ready-mix product


http://www.youtube.com/watch?v=YZA20c47fA8

For Sogeti, becoming a social business means rapidly developing and deploying skills

Goal: More closely align a spread out workforce

Campaign: Sogeti TeamPark – a collaborative platform for employees

TeamParkDriving real business results…

• Knits a single corporate culture = unites 200 locations in 14 countries

• Speeds market responsiveness = reduces search time for finding staff expertise, speeds the formation of consulting teams, and enter new markets more quickly

“People are finding each other, creating new services. It could be an extremely valuable part of our culture."

– Erik van Ommeren


http://www.youtube.com/watch?v=YZA20c47fA8

Agenda







●Locating Expertise:● easy to find info and expertise● profile, updates, tags/browse files, business card, profile, recent activity,

community, membership/roles●Social Everywhere:

● promoting adoption and sharing● integration in explorer, notes, email digest, mobile)

●Collaboration in Context:● inside portal, crm system, composite applications

What you are going to see.....

Leadership Engagement is Key....

From Liking to Leading: The Success of your Business is Social

It's no secret that social technologies are dramatically changing the way people interact, collaborate, engage and get work done. But how can you as a leader tap into the power of social to drive real business value?

Join us for the launch of Connections 4 at our next Executive Breakfast Series

Sydney – 6th November Melbourne – 7th November

Perth – 8th November Auckland – 14th November

Wellington – 15th November

Register your interest to attend on [email protected]

38

VisionVisionExploring the art

of the possible

RoadmapRoadmapDiscussing the art of the

probable

SolutioningSolutioningBusiness

and technical requirements

The IBM Approach to Start Your Social Business Journey

Business Business

OutcomesOutcomesCapabilityCapability

Agenda







Social Business for WorkforceTopics for Round Table....

●Providing alternative work models to provide greater opportunity for efficient and more flexible deployment●Retaining the IP of an ageing workforce●Creating and communicating Social Business Conduct Guidelines for your organisation●Breaking down the organizational silos that prevent the best use of your talent●Reducing time to competence in your most critical jobs●Encouraging multiple generations of employees to actively engage in online collaboration●Exploring, rewarding and integrating employee generated ideas and innovation●Techniques to tap into ideas and insights of employees around the world●Fostering creativity and border-less (e.g., geographically, organizationally) thinking among your leadership team●How are you rethinking leadership development to rapidly close the effectiveness gap?●How do you integrate leadership development with emerging opportunities to prepare for the future?●Increasing workforce creativity, and speed/quality of decision-making, by shifting culture from knowledge hoarding to knowledge sharing●Recruit, deploy, and further develop workforce skills●Cultivating future leaders that are creative and collaborative, but are hampered by education, culture, and on-the-job training that emphasises siloed behaviour●Improve morale and job satisfaction. and reduce turnover by creating anytime, anywhere, “it just works” collaboration environment●Attracting and retaining top talent in your organisation

Roundtable Discussion....

Topic Questions● How/what are you currently doing to...?● What are the challenges? ● How are you planning to overcome?

09/21/12

Brent LelloBrent LelloAP BUEIBM Exceptional Web and Social BusinessIBM Software Group

Canberra, [email protected]

Documents

Empowering Employees Through Social Businesspublic.dhe.ibm.com/software/au/downloads/pdfs/IBM_Breakfast_Seri… · Amplifying innovation with partnerships 7 2004 Your turn 2006 Expanding